After years of growing into leadership, one thing has become clear to me: if you don’t feel who someone is after two real conversations, no perfectly crafted example will change that.

We talk about hiring for personality and values, but our processes still rely heavily on pre-defined questions, structured formats, and rehearsed answers. I recently went through a process where, despite deep and sincere conversations — where the feedback was positive and even emotional — I was still asked for specific “proof points” in round three. As if the connection and presence weren’t already visible.

Do we really need three interviews to sense alignment? Or are we simply afraid to trust our instincts?

Especially in smaller, people-driven organizations, the ability to sense a person — to feel their intent, presence, and way of being — should matter more than any checklist. If we overlook that in favor of formalities, we risk missing the very people we claim we want to find.

It’s time to evolve how we evaluate each other. You can’t measure authenticity with a template. You have to feel it.

Recently, I went through an interview process where the initial conversations were warm, insightful, and full of mutual respect.

But then came the request for specific examples.

It made me reflect: if we don’t feel who a person is after two meaningful conversations, are we really listening — or just ticking boxes?

Below are the original interview questions I was asked — and my honest answers. I’m sharing them not to prove anything, but to show how we can bring more humanness into hiring. Less performance. More presence.

1. Leadership in a Small Organization: From Structure to Relationships

Question:

You have experience from large, process-driven organizations.
With us, things are more close-knit, flat, and people-centered – and we often solve tasks on short notice, with few hands and high flexibility.
How will you adapt your leadership style and experience to fit a smaller company with a short path from idea to execution – and strong human connection?

Answer:

 For me, leadership isn’t about the size of the company – it’s about people, context, and intention. Whether it’s a large or small organization, I believe all people deserve the same respect, dignity, and clarity. The same goes for customers – each one should be treated as if they were the only one.
What I bring with me is not just experience but an approach: one that balances processes and people, structure and flexibility, performance and presence. I thought I had communicated this clearly – perhaps my Danish didn’t quite stretch far enough.

2. Customer Satisfaction with Personality

Question:

In your previous roles, you have worked extensively with SLAs, metrics, and process optimization in relation to customers.
At our company, relationships and the overall experience are just as important as the measurable results.
How will you, as a leader, contribute to ensuring our customers experience closeness, clear communication, and personal service – and how do you actually measure a good customer experience?

Answer:

I’ve always seen metrics like SLAs and KPIs as guiding tools – not as the goal itself. They support us – they don’t define us. What matters most is how customers feel when they interact with us.
That’s how I meet both customers and colleagues – with sincerity, care, and respect. Not to “deliver” something, but to build relationships that last.

3. Leadership Situation Example

Question:

 You mentioned last time that you found it difficult to highlight one specific leadership episode.
At the interview, we would like to hear an example of a situation where you had a positive impact as a leader – preferably involving a person or a team you developed or uplifted.

Answer:

I don’t measure my leadership by isolated episodes. I show up for others – every single day – and adapt to what each person needs. Leadership isn’t one specific way – it’s about listening, sensing, and meeting people where they are.
I’ve never asked anyone to write recommendations for me. When I unexpectedly received a letter from Tommy, I was reminded that real impact doesn’t need to be forced – it comes naturally when it’s genuine.
You’ll get a more honest picture of me simply by calling some of the people I’ve worked with.

4. How Do You Apply Your Analytical Strengths in a People-Centered Workday?

Question:

You have a strong analytical and data-driven approach – this is a great strength in our company.
How will you use this approach to support both team development, operational optimization, and a great customer experience – without it becoming too “heavy” in a light structure?

Answer:

Data is my compass – not my goal. It supports my instincts but never replaces them. Whether the company is small or large, I think like an owner: always aware of direction, but never at the expense of the people we need to bring along.